The challenge

Before selling a remote work platform, we first had to convince businesses that remote work was worth taking seriously.

Our challenge wasn't simply acquiring customers—it was educating the market, building trust, and positioning Remote-how as one of the leading voices in a category that was still emerging.

The strategy

Instead of relying on traditional product marketing, we focused on education.

We invested heavily in founder branding, thought leadership, PR, webinars, industry reports, and strategic partnerships with companies shaping the future of work. Alongside account-based outreach and content marketing, we organized large virtual conferences featuring experts from companies including GitHub, Asana, Buffer, Doist, Walmart, and ING, helping Remote-how become a recognised destination for conversations around distributed work.

Working in an early-stage startup also meant constantly experimenting. Whether it was building landing pages, automating workflows, launching campaigns, or testing new acquisition channels, we learned by doing and iterated quickly.

My role

I joined Remote-how as its first marketing hire, building the marketing function from the ground up. As the company grew, I took on increasing responsibility, eventually becoming CMO and Co-founder.

I developed our go-to-market strategy, managed lead generation, coordinated PR, built strategic partnerships, organized conferences and webinars, created marketing content, introduced marketing reporting for investors, and represented the company at industry events. Like many startup operators, I wore many hats and wasn't afraid to learn new skills whenever the business needed them.